Portfolio and scope

A capacity discussion needs a clear project behind each request for people. The Project Manager records the organization, project owner, start and end dates, budget and delivery method. Keep a new engagement Planned while the team works through its scope and the resources it will need.

The Delivery Lead decides whether the proposed commitment fits the team’s operating plan. Record that decision against the project with the reviewer, date and notes. Once the scope is approved, the Project Manager can move the project to Active under the procedure agreed during setup. Keep the decision available when a later assignment or date change needs explanation.

• Project identity. Use a recognizable project code and name, with the client or internal organization attached where appropriate. The owner is the person who brings the commitment into the planning discussion and follows its delivery outcome.
• Planning context. Record the delivery method and dates before breaking the work into packages. A fixed-price engagement, time-and-materials engagement and internal project can share the planning process while retaining their own commercial context.
• Recorded decisions. Link the review decision to the project and identify the subject being considered. Approved, Rejected and Returned distinguish acceptance from a request to revise the scope before the team commits its time.

Agree who prepares a project for review and who may approve its scope. Define what the Delivery Lead checks before accepting the commitment, including the relevant work packages and the planning period used to discuss capacity. A project start date should have the same meaning for everyone maintaining the portfolio.

Decide when a project should be placed on hold or marked at risk. Keep those states useful by agreeing the circumstances that trigger a review and who updates the project. Choose the evidence the Project Manager needs before marking a project Completed so unfinished tasks or a missed milestone remain part of the conversation.

A client requests a reporting project with a month-end delivery date. The Project Manager records the organization and owner, outlines the work packages and brings the Planned project to the Delivery Lead. The lead checks the team’s current commitments and returns the scope because the proposed testing window conflicts with another delivery.

The manager revises the dates and prepares the updated scope for a new decision. When the lead approves it, retain the decision and its notes alongside the project. Ask another manager to explain the agreed delivery window from those records. During the pilot, follow the same project into active work and check that a later capacity discussion still refers to the correct commitment and owner.

• Active Projects — Active commitments with the project owner, delivery dates and recorded effort available for review.
• Project scope review — Planned projects ready for the Delivery Lead to examine before the team commits to delivery.
• Recorded delivery decisions — Review outcomes with their subject, reviewer and supporting notes.

Follow capacity planning and assignment, then use delivery review and rebalancing when commitments change.